Hostname: page-component-78c5997874-mlc7c Total loading time: 0 Render date: 2024-11-10T11:30:45.921Z Has data issue: false hasContentIssue false
  • English
  • Français

Struggling to Fix Teams in Real Work Settings: A Challenge Assessment and an Intervention Toolbox

Published online by Cambridge University Press:  08 April 2021

Carlos-María Alcover Open the ORCID record for Carlos-María Alcover [Opens in a new window] ,
Ramón Rico Open the ORCID record for Ramón Rico [Opens in a new window]  and
Michael West Open the ORCID record for Michael West [Opens in a new window]
Carlos-María Alcover*
Affiliation:
Universidad Rey Juan Carlos (Spain)
Ramón Rico
Affiliation:
The University of Western Australia (Australia)
Michael West
Affiliation:
Lancaster University (UK)
*
Correspondence concerning this article should be addressed to Carlos-María Alcover. Departamento de Psicología de la Universidad Rey Juan Carlos. 28922Alcorcón, Madrid (Spain). E-mail: carlosmaria.alcover@urjc.es
Get access Rights & Permissions [Opens in a new window]

Abstract

After more than 80 years in predicting organizational performance, empirical evidence reveals a science of teams that seems unable to consistently implement solutions for teams performing in real work settings –outside and away from the isolated teams breeding in research laboratories in the academic context. To bridge this growing practitioners-researchers divide, we first identify five main challenges involved in working with teams today (purposeful team staffing; proper task design and allocation; task and interaction process functionality; appropriate affective tone; and suitable team assessment). And second, we offer a toolbox of interventions (empowering and restorative) to help practitioners to transform the potential threats inherent in these challenges into opportunities for team effectiveness. Our five-challenge diagnosis and proposed intervention toolbox contribute to better address research questions and theoretical falsifiability using teams performing in real work settings, and to assess and intervene in teams by adjusting their internal functioning to contextual conditions and constraints.

Keywords

real work settingsteam diagnosticteam effectivenessteam interventions
Type
Review Article
Information
The Spanish Journal of Psychology , Volume 24 , 2021 , e23
Copyright
© Universidad Complutense de Madrid and Colegio Oficial de Psicólogos de Madrid 2021

Access options

Get access to the full version of this content by using one of the access options below. (Log in options will check for institutional or personal access. Content may require purchase if you do not have access.)

Footnotes

Conflicts of Interest: None.

Funding Statement: This research received no specific grant from any funding agency, commercial or not-for-profit sectors.

References

Aguado, D., Rico, R., Sánchez-Manzanares, M., & Salas, E. (2014). Teamwork Competency Test (TWCT): A step forward on measuring teamwork competencies. Group Dynamics: Theory, Research, and Practice, 18(2), 101–121. https://doi.org/10.1037/a0036098CrossRefGoogle Scholar
Alcover, C. M., Rico, R., Turnley, W. H., & Bolino, M. C. (2017). Psychological contract in teams. In Salas, E., Rico, R., & Passmore, J. (Eds.), The Wiley Blackwell handbook of the psychology of team working and collaborative processes (pp. 417–439). John Wiley and Sons. https://doi.org/10.1002/9781118909997.ch18CrossRefGoogle Scholar
Ancona, D. G., & Bresman, H. M. (2007). X‐Teams: How to build teams that lead, innovate, and succeed. Harvard Business School Pub.Google Scholar
Ancona, D. G., Bresman, H. M., & Kaeufer, K. (2002). The comparative advantage of X teams. Sloan Management Review, 43(3), 33–39.Google Scholar
Andersson, D., Rankin, A., & Diptee, D. (2017). Approaches to team performance assessment: A comparison of self-assessment reports and behavioral observer scales. Cognition, Technology, and Work, 19(2–3), 517–528. https://doi.org/10.1007/s10111-017-0428-0CrossRefGoogle Scholar
Antino, M., Rico, R., & Thatcher, S. M. B. (2019). Structuring reality through the faultlines lens: The effects of structure, fairness, and status conflict on the activated faultlines–performance relationship. Academy of Management Journal, 62(5), 1444–1470. https://doi.org/10.5465/amj.2017.0054CrossRefGoogle Scholar
Arrow, H., & McGrath, J. E. (1993). Membership matters: How member change and continuity affect small group structure, process, and performance. Small Group Research, 24(3), 334–361. https://doi.org/10.1177/1046496493243004CrossRefGoogle Scholar
Arrow, H., & McGrath, J. E. (1995). Membership dynamics in groups at work: A theoretical framework. In Staw, B. M. & Cummings, L. L. (Eds.), Research in organizational behavior (Vol. 17, pp. 373–411). JAI Press.Google Scholar
Arthur, W., Edwards, B. D., Bell, S. T., Villado, A. J., & Bennett, W. (2005). Team task analysis: Identifying tasks and jobs that are team based. Human Factors, 47(3), 654–669. https://doi.org/10.1518/001872005774860087CrossRefGoogle ScholarPubMed
Barner, R. (2006). Managing complex team interventions. Team Performance Management: An International Journal, 12(1–2), 44–54. https://doi.org/10.1108/13527590610652792CrossRefGoogle Scholar
Barnes, C. M., Hollenbeck, J. R., Wagner, D. T., DeRue, D. S., Nahrgang, J. D., & Schwind, K. M. (2008). Harmful help: The costs of backing-up behavior in teams. Journal of Applied Psychology, 93(3), 529–539.CrossRefGoogle ScholarPubMed
Barsade, S. G., & Knight, A. P. (2015). Group affect. Annual Review of Organizational Psychology and Organizational Behavior, 2, 21–46. https://doi.org/10.1146/annurev-orgpsych-032414-111316CrossRefGoogle Scholar
Bechky, B. A., & Okhuysen, G. A. (2011). Expecting the unexpected? How SWAT officers and film crews handle surprises. Academy of Management Journal, 54(2), 239–261. https://doi.org/10.5465/AMJ.2011.60263060CrossRefGoogle Scholar
Bell, S. T. (2007). Deep-level composition variables as predictors of team performance. Journal of Applied Psychology, 92(3), 595–615. https://doi.org/10.1037/0021-9010.92.3.595CrossRefGoogle ScholarPubMed
Bell, S. T., Brown, S. G., Colaneri, A., & Outland, N. (2018). Team composition and the ABCs of teamwork. American Psychologist, 73(4), 349–362. https://doi.org/10.1037/amp0000305CrossRefGoogle ScholarPubMed
Bell, S. T., & Marentette, B. J. (2011). Team viability for long-term and ongoing organizational teams. Organizational Psychology Review, 1(4), 275–292. https://doi.org/10.1177/2041386611405876CrossRefGoogle Scholar
Bell, S. T., Villado, A. J., Lukasik, M. A., Belau, L. & Briggs, A. L. (2011). Getting specific about demographic diversity variable and team performance relationships: A meta-analysis. Journal of Management, 37(3), 709–743. https://doi.org/10.1177/0149206310365001CrossRefGoogle Scholar
Bowers, C. A., Baker, D. P., & Salas, E. (1994). Measuring the importance of teamwork: The reliability and validity of job/task analysis indices for team-training design. Military Psychology, 6(4), 206–214. https://doi.org/10.1207/s15327876mp0604_1CrossRefGoogle Scholar
Bowers, C. A., Pharmer, J. A., & Salas, E. (2000). When member homogeneity is needed in work teams. A meta-analysis. Small Group Research, 31(3), 305–327. https://doi.org/10.1177/104649640003100303CrossRefGoogle Scholar
Bradley, J., White, B. J., & Mennecke, B. E. (2003). Teams and tasks: A temporal framework for the effects of interpersonal interventions on team performance. Small Group Research, 34(3), 353–387. https://doi.org/10.1177/1046496403034003004CrossRefGoogle Scholar
Burke, C. S., Stagl, K. C., Salas, E., Pierce, L., & Kendall, D. (2006). Understanding team adaptation: A conceptual analysis and model. Journal of Applied Psychology, 91(6), 1189–1207. https://doi.org/10.1037/0021-9010.91.6.1189CrossRefGoogle ScholarPubMed
Cannon-Bowers, J. A., & Bowers, C. (2011). Team development and functioning. In Zedeck, S. (Ed.), APA handbook of industrial and organizational psychology Vol. 1. Building and developing the organization (pp. 597–650). American Psychological Association. https://doi.org/10.1037/12169-019Google Scholar
Cannon-Bowers, J. A., Tannenbaum, S. I., Salas, E., & Volpe, C. E. (1995). Defining competencies and establishing team training requirements. In Guzzo, R. A. & Salas, E. (Eds.), Team effectiveness and decision making in organizations (pp. 333–380). Jossey-Bass.Google Scholar
Carmeli, A., & Gittell, J. H. (2009). High-quality relationships, psychological safety, and learning from failures in work organizations. Journal of Organizational Behavior, 30(6), 709–729. https://doi.org/10.1002/job.565CrossRefGoogle Scholar
Chen, G., Kirkman, B. L., Kanfer, R., Allen, D., & Rosen, B. (2007). A multilevel study of leadership, empowerment, and performance in teams. Journal of Applied Psychology, 92(2), 331–346. https://doi.org/10.1037/0021-9010.92.2.331CrossRefGoogle ScholarPubMed
Choi, H.-S., & Thompson, L. (2005). Old wine in a new bottle: Impact of membership change on group creativity. Organizational Behavior and Human Decision Processes, 98(2), 121–132. https://doi.org/10.1016/j.obhdp.2005.06.003CrossRefGoogle Scholar
Clair, J. A., Beatty, J. E., & Maclean, T. L. (2005). Out of sight but not out of mind: Managing invisible social identities in the workplace. Academy of Management Review, 30(1), 78–95. http://doi.org/10.5465/AMR.2005.15281431CrossRefGoogle Scholar
Cohen, S. G., & Bailey, D. E. (1997). What makes teams work: Group effectiveness research from the shop floor to the executive suite. Journal of Management, 23(3), 239–290. https://doi.org/10.1177/014920639702300303CrossRefGoogle Scholar
Cole, M. S., Carter, M. Z., & Zhang, Z. (2013). Leader–team congruence in power distance values and team effectiveness: The mediating role of procedural justice climate. Journal of Applied Psychology, 98(6), 962–973. https://doi.org/10.1037/a0034269CrossRefGoogle ScholarPubMed
Cole, M. S., Walter, F., & Bruch, H. (2008). Affective mechanisms linking dysfunctional behavior to performance in work teams: A moderated mediation study. Journal of Applied Psychology, 93(5), 945–958. https://doi.org/10.1037/0021-9010.93.5.945CrossRefGoogle ScholarPubMed
Collins, A. L., Jordan, P. J., Lawrence, S. A., & Troth, A. C. (2015). Positive affective tone and team performance: The moderating role of collective emotional skills. Cognition and Emotion, 30(1), 167–182. https://doi.org/10.1080/02699931.2015.1043857CrossRefGoogle ScholarPubMed
Collins, A. L., Lawrence, S. A., Troth, A. C., & Jordan, P. J. (2013). Group affective tone: A review and future research directions. Journal of Organizational Behavior, 34(Suppl. 1), S43–S62.CrossRefGoogle Scholar
Comer, D. R. (1995). A model of social loafing in real work groups. Human Relations, 48(6), 647–667. https://doi.org/10.1177/001872679504800603CrossRefGoogle Scholar
Costello, B., & O’Connell, T. (2002, August). Restorative practices in the workplace [Conference presentation]. Third International Conference on Conferencing, Circles and other Restorative Practices, Minneapolis, MN, United States.Google Scholar
Crawford, E. R., & LePine, J. A. (2013). A configural theory of team processes: Accounting for the structure of taskwork and teamwork. Academy of Management Review, 38(1), 32–48. https://doi.org/10.5465/amr.2011.0206CrossRefGoogle Scholar
Cronin, M. A., Weingart, L. R., & Todorova, G. (2011). Dynamics in groups: Are we there yet? Academy of Management Annals, 5(1), 571–612. https://doi.org/10.5465/19416520.2011.590297CrossRefGoogle Scholar
Cropanzano, R., Li, A., & Benson, L. (2011). Peer justice and teamwork process. Group and Organization Management, 36(5), 567–596. https://doi.org/10.1177/1059601111414561CrossRefGoogle Scholar
Day, D. V., Gronn, P., & Salas, E. (2004). Leadership capacity in teams. The Leadership Quarterly, 15(6), 857–880. https://doi.org/10.1016/j.leaqua.2004.09.001CrossRefGoogle Scholar
DeChurch, L. A., & Haas, C. D. (2008). Examining team planning through an episodic lens: Effects of deliberate, contingency, and reactive planning on team effectiveness. Small Group Research, 39(5), 542–568. https://doi.org/10.1177/1046496408320048CrossRefGoogle Scholar
De Dreu, C. K. W., & Weingart, L. R. (2003). Task versus relationship conflict, team performance, and team member satisfaction: A meta-analysis. Journal of Applied Psychology, 88(4), 741–749. https://doi.org/10.1037/0021-9010.88.4.741CrossRefGoogle ScholarPubMed
De Jong, B. A., Dirks, K. T., & Gillespie, N. (2016). Trust and team performance: A meta-analysis of main effects, moderators, and covariates. Journal of Applied Psychology, 101(8), 1134–1150. https://doi.org/10.1037/apl0000110CrossRefGoogle ScholarPubMed
de Wit, F. R. C., Greer, L. L., & Jehn, K. A. (2012). The paradox of intragroup conflict: A meta-analysis. Journal of Applied Psychology, 97(2), 360–390. https://doi.org/10.1037/a0024844CrossRefGoogle ScholarPubMed
Denis, J. L., Langley, A., & Sergi, V. (2012). Leadership in the plural. Academy of Management Annals, 6(1), 211–283. https://doi.org/10.5465/19416520.2012.667612CrossRefGoogle Scholar
Denton, D. (1998). Horizontal management. Rowman and Littlefield.Google Scholar
DiazGranados, D., Shuffler, M. L., Wingate, J. A., & Salas, E. (2017). Team development interventions. In Salas, E., Rico, R., & Passmore, J. (Eds.), The Wiley Blackwell handbook of the psychology of team working and collaborative processes (pp. 555–586). John Wiley and Sons. https://doi.org/10.1002/9781118909997.ch24CrossRefGoogle Scholar
Driskell, T., Salas, E., & Driskell, J. E. (2018). Teams in extreme environments: Alterations in team development and teamwork. Human Resource Management Review, 28(4), 434–449. https://doi.org/10.1016/j.hrmr.2017.01.002CrossRefGoogle Scholar
Duffy, M. K., & Lee, K. Y. (2012). Negative interpersonal exchanges in teams. In Eby, L. T. d. T. & Allen, T. D. (Eds.), Personal relationships. The effect on employee attitudes, behavior, and well-being (pp. 195–220). Routledge.Google Scholar
Dust, S. B., & Ziegert, J. C. (2016). Multi-leader teams in review: A contingent-configuration perspective of effectiveness. International Journal of Management Reviews, 18(4), 518–541. https://doi.org/10.1111/ijmr.12073CrossRefGoogle Scholar
Edmonson, A. (1999). Psychological safety and learning behavior in work teams. Administrative Science Quarterly, 44(2), 350–383. https://doi.org/10.2307/2666999CrossRefGoogle Scholar
Edmonson, A. C. (2003). Speaking up in the operating room: How team leaders promote learning in interdisciplinary action teams. Journal of Management Studies, 40(6), 1419–1452. https://doi.org/10.1111/1467-6486.00386CrossRefGoogle Scholar
Edmondson, A. C., & Lei, Z. (2014). Psychological safety: The history, renaissance, and future of an interpersonal construct. Annual Review of Organizational Psychology and Organizational Behavior, 1(1), 23–43. https://doi.org/10.1146/annurev-orgpsych-031413-091305CrossRefGoogle Scholar
Edmonson, A. C., & McManus, S. E. (2007). Methodological fit in management field research. Academy of Management Review, 32(4), 1155–1179. http://doi.org/10.5465/AMR.2007.26586086Google Scholar
Edmondson, A. C. (2012). Teaming: How organizations learn, innovate, and compete in the knowledge economy. Wiley.Google Scholar
Fisher, D. M. (2014). Distinguishing between taskwork and teamwork planning in teams: Relations with coordination and interpersonal processes. Journal of Applied Psychology, 99(3), 423–436. https://doi.org/10.1037/a0034625CrossRefGoogle ScholarPubMed
George, J. M. (1990). Personality, affect, and behavior in groups. Journal of Applied Psychology, 75(1), 107–116. https://doi.org/10.1037/0021-9010.75.2.107CrossRefGoogle Scholar
George, J. M. (2011). Dual tuning: A minimum condition for understanding affect in organizations? Organizational Psychology Review, 1(2), 147–164. https://doi.org/10.1177/2041386610390257CrossRefGoogle Scholar
Gibson, C., & Vermeulen, F. (2003). A healthy divide: Subgroups as a stimulus for team learning behavior. Administrative Science Quarterly, 48(2), 202–239. https://doi.org/10.2307/3556657CrossRefGoogle Scholar
Gonzalez-Mulé, E., Courtright, S. H., DeGeest, D., Seong, J.-Y., & Hong, D.-S. (2016). Channeled autonomy: The joint effects of autonomy and feedback on team performance through organizational goal clarity. Journal of Management, 42, 2018–2033. https://doi.org/10.1177/0149206314535443CrossRefGoogle Scholar
Greer, L. L., van Bunderen, L., & Yu, S. (2017). The dysfunctions of power in teams: A review and emergent conflict perspective Research in Organizational Behavior, 37(1), 103–124. https://doi.org/10.1016/j.riob.2017.10.005CrossRefGoogle Scholar
Greer, L. L., Caruso, H. M., & Jehn, K. A. (2011). The bigger they are, the harder they fall: Linking team power, conflict, congruence: and team performance. Organizational Behavior and Human Decision Processes, 116(1), 116–128. https://doi.org/10.1016/j.obhdp.2011.03.005CrossRefGoogle Scholar
Hackman, J. R. (1987). The design of work teams. In Lorsch, J. (Ed.), Handbook of organizational behavior (pp. 315–342). Prentice Hall.Google Scholar
Hackman, J. R. (2012). From causes to conditions in group research. Journal of Organizational Behavior, 33(3), 428–444. https://doi.org/10.1002/job.1774CrossRefGoogle Scholar
Halfhill, T., Sundstrom, E., Lahner, J., Calderone, W., & Nielsen, T. M. (2005). Group personality composition and group effectiveness. An integrative review of empirical research. Small Group Research, 36(1), 83–105. https://doi.org/10.1177/1046496404268538CrossRefGoogle Scholar
Hiller, N. J., Day, D. V., & Vance, R. J. (2006). Collective enactment of leadership roles and team effectiveness: A field study. The Leadership Quarterly, 17(4), 387–397. https://doi.org/10.1016/j.leaqua.2006.04.004CrossRefGoogle Scholar
Hollenbeck, J. R., Beersma, B., & Schouten, M. E. (2012). Beyond team types and taxonomies: A dimensional scaling conceptualization for team description. Academy of Management Review, 37(1), 82–106. https://doi.org/10.5465/amr.2010.0181Google Scholar
Hollenbeck, J. R., DeRue, D. S., & Guzzo, R. (2004). Bridging the gap between I/O research and HR practice: Improving team composition, team training, and team task design. Human Resource Management, 43, 353–366. https://doi.org/10.1002/hrm.20029CrossRefGoogle Scholar
Homan, A. C., van Kleef, G. A., & Sanchez-Burks, J. (2015). Team members’ emotional displays as indicators of team functioning. Cognition and Emotion, 30(1), 134–149. https://doi.org/10.1080/02699931.2015.1039494CrossRefGoogle ScholarPubMed
Ilgen, D. R. (1999). Teams embedded in organizations: Some implications. American Psychologist, 54(1), 129–139. https://doi.org/10.1037/0003-066X.54.2.129CrossRefGoogle Scholar
Ilgen, D. R., Hollenbeck, J. R., Johnson, M., & Jundt, D. (2005). Teams in organizations: From Input-Process-Output models to IMOI models. Annual Review of Psychology, 56(1), 517–544. https://doi.org/10.1146/annurev.psych.56.091103.070250CrossRefGoogle ScholarPubMed
Janis, I. L. (1983). Groupthink. Houghton Mifflin.Google Scholar
Jehn, K. A. (1995). A multimethod examination of the benefits and detriments of intragroup conflict. Administrative Science Quarterly, 40(2), 256–282. https://doi.org/10.2307/2393638CrossRefGoogle Scholar
Jordan, P. J., & Troth, A. C. (2004). Managing emotions during team problem solving: Emotional intelligence and conflict resolution. Human Performance, 17(2), 195–218. https://doi.org/10.1207/s15327043hup1702_4CrossRefGoogle Scholar
Karau, S. J., & Williams, K. D. (1993). Social loafing: A meta-analytic review and theoretical integration. Journal of Personality and Social Psychology, 65(4), 681–706. https://doi.org/10.1037/0022-3514.65.4.681CrossRefGoogle Scholar
Klein, C., DiazGranados, D., Salas, E., Le, H., Burke, C. S., Lyons, R., & Goodwin, G. F. (2009). Does team building work? Small Group Research, 40(2), 181–222. https://doi.org/10.1177/1046496408328821CrossRefGoogle Scholar
Kouchaki, M., Okhuysen, G. A., Waller, M. J., & Tajeddin, G. (2012). The treatment of the relationship between groups and their environments: A review and critical examination of common assumptions in research. Group and Organization Management, 37(2), 171–203. https://doi.org/10.1177/1059601112443850CrossRefGoogle Scholar
Kozlowski, S. W. J. (2015). Advancing research on team process dynamics: Theoretical, methodological, and measurement considerations. Organizational Psychology Review, 5(4), 270–299. https://doi.org/10.1177/2041386614533586CrossRefGoogle Scholar
Kozlowski, S. W. J. (2018). Enhancing the effectiveness of work groups and teams: A reflection. Perspectives on Psychological Science, 13(2), 205–212. https://doi.org/10.1177/1745691617697078CrossRefGoogle ScholarPubMed
Kozlowski, S. W. J., & Bell, B. S. (2013). Work groups and teams in organizations: Review update. In Schmitt, N. & Highhouse, S. (Eds.), Handbook of psychology: Vol. 12. Industrial and organizational psychology (2nd Ed., pp. 412–469). Wiley.Google Scholar
Kozlowski, S. W. J., & Ilgen, D. R. (2006). Enhancing the effectiveness of work groups and teams. Psychological Science in the Public Interest, 7(1), 77–124. https://doi.org/10.1111/j.1529-1006.2006.00030.xCrossRefGoogle ScholarPubMed
Kramer, W. S., Thayer, A. L., & Salas, E. (2013). Goal setting in teams. In Locke, E. A. & Latham, G. P. (Eds.), New developments in goal setting and task performance (pp. 287–310). Routledge.Google Scholar
Kukenberger, M. R., Mathieu, J. E., & Ruddy, T. (2015). A cross-level test of empowerment and process influences on members’ informal learning and team commitment. Journal of Management, 41(3), 987–1016. https://doi.org/10.1177/0149206312443559CrossRefGoogle Scholar
Lacerenza, C. N., Marlow, S. L., Tannenbaum, S. I., & Salas, E. (2018). Team development interventions: Evidence-based approaches for improving teamwork. American Psychologist, 73(4), 517–531. https://doi.org/10.1037/amp0000295CrossRefGoogle ScholarPubMed
Langfred, C. W. (2004). Too much of a good thing? Negative effects of high trust and individual autonomy in self-managing teams. Academy of Management Journal, 47(3), 385–399. https://doi.org/10.5465/20159588Google Scholar
Langfred, C. W. (2005). Autonomy and performance in teams: The multilevel moderating effect of task interdependence. Journal of Management, 31(3), 513–529. https://doi.org/10.1177/0149206304272190CrossRefGoogle Scholar
Langfred, C. W., & Moye, N. A. (2004). Effects of task autonomy on performance: An extended model considering motivational, informational, and structural mechanisms. Journal of Applied Psychology, 89(2), 934–945. https://doi.org/10.1037/0021-9010.89.6.934CrossRefGoogle ScholarPubMed
Lau, D. C., & Murnighan, J. K. (1998). Demographic diversity and faultlines: The compositional dynamics of organizational groups. Academy of Management Review, 23(2), 325–340. https://doi.org/10.5465/amr.1998.533229CrossRefGoogle Scholar
Leach, D. J., Wall, T. D., Rogelberg, S. G., & Jackson, P. R. (2005). Team autonomy, performance, and member job strain: Uncovering the teamwork KSA link. Applied Psychology: An International Review, 54(1), 1–24. https://doi.org/10.1111/j.1464-0597.2005.00193.xCrossRefGoogle Scholar
LePine, J. A. (2003). Team adaptation and postchange performance: Effects of team composition in terms of members’ cognitive ability and personality. Journal of Applied Psychology, 88(1), 27–39. https://doi.org/10.1037/0021-9010.88.1.27CrossRefGoogle Scholar
LePine, J. A., Piccolo, R. F., Jackson, C. L., Mathieu, J. E., & Saul, J. R. (2008). A meta-analysis of teamwork processes: Tests of a multidimensional model and relationships with team effectiveness criteria. Personnel Psychology, 61(2), 273–307. https://doi.org/10.1111/j.1744-6570.2008.00114.xCrossRefGoogle Scholar
Levine, J. M. & Choi, H.-S. (2004). Impact of personnel turnover on team performance and cognition. In Salas, E. & Fiore, S. M. (Eds.), Team cognition: Process and performance at the inter/intra individual level (pp. 163–176). American Psychological Association.Google Scholar
Li, A., & Cropanzano, R. (2009). Fairness at the group level: Inter-unit and intra-unit justice climate. Journal of Management, 35(3), 564–599. https://doi.org/10.1177/0149206308330557CrossRefGoogle Scholar
Liden, R. C., Wayne, S. J., Jaworski, R. A., & Bennett, N. (2004). Social loafing: A field investigation. Journal of Management, 30(2), 285–304. https://doi.org/10.1016/j.jm.2003.02.002CrossRefGoogle Scholar
Locke, E. A., & Latham, G. P. (1990). A theory of goal setting and task performance. Prentice-Hall.Google Scholar
Locke, E. A., & Latham, G. P. (2002). Building a practically useful theory of goal setting and task motivation: A 35-year odyssey. American Psychologist, 57(9), 705–717. https://doi.org/10.1037//0003-066x.57.9.705CrossRefGoogle ScholarPubMed
Manz, C. C., & Neck, C. P. (1995). Teamthink: Beyond the groupthink syndrome in self-managing work teams. Journal of Managerial Psychology, 10(1), 7–15. https://doi.org/10.1108/02683949510075155CrossRefGoogle Scholar
Marks, M. A., Mathieu, J. E., & Zaccaro, S. J. (2001). A temporally based framework and taxonomy of team processes. Academy of Management Review, 26(3), 356–376. https://doi.org/10.5465/amr.2001.4845785CrossRefGoogle Scholar
Marques-Quinteiro, P., Santos, C. M. D., Costa, P., Graça, A. M., Marôco, J., & Rico, R. (2020). Team adaptability and task cohesion as resources to the non-linear dynamics of workload and sickness absenteeism in firefighter teams. European Journal of Work and Organizational Psychology, 29(4), 525–540. https://doi.org/10.1080/1359432X.2019.1691646CrossRefGoogle Scholar
Marrone, J. A. (2010). Team boundary spanning: A multilevel review of past research and proposals for the future. Journal of Management, 36(4), 911–940. https://doi.org/10.1177/0149206309353945CrossRefGoogle Scholar
Mathieu, J. L., & Gilson, L. L. (2012). Criteria issues and team effectiveness. In Kozlowski, S. W. J., (Ed.), The Oxford handbook of organizational psychology (pp. 910–930). Oxford University Press.Google Scholar
Mathieu, J. E., Gilson, L. L., & Ruddy, T. M. (2006). Empowerment and team effectiveness: An empirical test of an integrated model. Journal of Applied Psychology, 91(1), 97–108. http://doi.org/10.1037/0021-9010.91.1.97CrossRefGoogle ScholarPubMed
Mathieu, J. E., Hollenbeck, J. R., van Knippenberg, D., & Ilgen, D. R. (2017). A century of work teams in the Journal of Applied Psychology. Journal of Applied Psychology, 102(3), 452–467. https://doi.org/10.1037/apl0000128CrossRefGoogle ScholarPubMed
Mathieu, J., Maynard, M. T., Rapp, T., & Gilson, L. (2008). Team effectiveness 1997-2007: A review of recent advancements and a glimpse into the future. Journal of Management, 34(3), 410–476. https://doi.org/10.1177/0149206308316061CrossRefGoogle Scholar
Mathieu, J. E., & Rapp, T. L. (2009). Laying the foundation for successful team performance trajectories: The roles of team charters and performance strategies. Journal of Applied Psychology, 94(1), 90–103. https://doi.org/10.1037/a0013257CrossRefGoogle ScholarPubMed
Mathieu, J. E., Tannenbaum, S. I., Donsbach, J. S., & Alliger, G. M. (2013). Achieving optimal team composition for success. In Salas, E. (ed.), Developing and enhancing high-performance teams: Evidence-based practices and advice (pp. 520–551). Jossey-Bass.Google Scholar
Mathieu, J. E., Tannenbaum, S. I., Donsbach, J. S., & Alliger, G. M. (2014). A review and integration of team composition models: Moving toward a dynamic and temporal framework. Journal of Management, 40(1), 130–160. https://doi.org/10.1177/0149206313503014CrossRefGoogle Scholar
Maynard, M. T., Kennedy, D. M., & Resick, C. J. (2018). Teamwork in extreme environments: Lessons, challenges, and opportunities. Journal of Organizational Behavior, 39(6), 695–700. https://doi.org/10.1002/job.2302CrossRefGoogle Scholar
Maynard, M. T., Kennedy, D. M., & Sommer, S. A. (2015). Team adaptation: A fifteen-year synthesis (1998–2013) and framework for how this literature needs to “adapt” going forward. European Journal of Work and Organizational Psychology, 24(5), 652–677. https://doi.org/10.1080/1359432X.2014.1001376CrossRefGoogle Scholar
Mehta, A., Feild, H., Armenakis, A. & Mehta, N. (2009). Team goal orientation and team performance: The mediating role of team planning. Journal of Management, 35(4), 1026–1046. https://doi.org/10.1177/0149206308326773CrossRefGoogle Scholar
Mohammed, S., Hamilton, K., & Lim, A. (2009). The incorporation of time in team research: Past, current, and future. In Salas, E., Goodwin, G. F., & Burke, C. S. (Eds.), Team effectiveness in complex organizations: Crossdisciplinary perspectives and approaches (pp. 321–350). Routledge.Google Scholar
Moreland, R. L., & McMinn, J. G. (2010). Group reflexivity and performance. Advances in Group Processes, 27, 63–95. https://doi.org/10.1108/S0882-6145(2010)0000027006CrossRefGoogle Scholar
Morgeson, F. P., Reider, M. H., & Campion, M. A. (2005). Selecting individuals in team settings: The importance of social skills, personality characteristics, and teamwork knowledge. Personnel Psychology, 58(3), 583–611. https://doi.org/10.1111/j.1744-6570.2005.655.xCrossRefGoogle Scholar
Munyon, T. P., Summers, J. K., & Ferris, G. R. (2011). Team staffing modes in organizations: Strategic considerations on individual and cluster hiring approaches. Human Resource Management Review, 21(3), 228–242. https://doi.org/10.1016/j.hrmr.2010.07.002CrossRefGoogle Scholar
Neck, C. P., & Manz, C. C. (1994). From groupthink to teamthink: Toward the creation of constructive thought patterns in self-managing work teams. Human Relations, 47(8), 929–952. https://doi.org/10.1177/001872679404700804CrossRefGoogle Scholar
O’Boyle, E. H. Jr., Forsyth, D. R., & O’Boyle, A. S. (2011). Bad apples or bad barrels: An examination of group- and organizational-level effects in the study of counterproductive work behavior. Group and Organization Management, 36(1), 39–69. https://doi.org/10.1177/1059601110390998CrossRefGoogle Scholar
Okhuysen, G. A., & Eisenhardt, K. M. (2002). Integrating knowledge in groups: How formal interventions enable flexibility. Organization Science, 13(4), 370–386. https://doi.org/10.1287/orsc.13.4.370.2947CrossRefGoogle Scholar
O’Neill, T. A., & Salas, E. (2018). Creating high performance teamwork in organizations. Human Resource Management Review, 28(4), 325–331. https://doi.org/10.1016/j.hrmr.2017.09.001CrossRefGoogle Scholar
Pluut, H., Flestea, A. M., & Curşeu, P. L. (2014). Multiple team membership: A demand or resource for employees? Group Dynamics: Theory, Research, and Practice, 18(4), 333–348. https://doi.org/10.1037/gdn0000016CrossRefGoogle Scholar
Porter, C. O. L. H., Hollenbeck, J. R., Ilgen, D. R., Ellis, A. P. J., West, B. J., & Moon, H. (2003). Backing up behaviors in teams: The role of personality and legitimacy of need. Journal of Applied Psychology, 88(3), 391–403. https://doi.org/10.1037/0021-9010.88.3.391CrossRefGoogle Scholar
Priesemuth, M., Arnaud, A., & Schminke, M. (2013). Bad behavior in groups: The impact of overall justice climate and functional dependence on counterproductive work behavior in work units. Group and Organization Management, 38(2), 230–257. https://doi.org/10.1177/1059601113479399CrossRefGoogle Scholar
Randall, K. R., Resick, C. J., & DeChurch, L. A. (2011). Building team adaptive capacity: The roles of sensegiving and team composition. Journal of Applied Psychology, 96(3), 525–540. https://doi.org/10.1037/a0022622CrossRefGoogle ScholarPubMed
Richter, A. W., Dawson, J. F., & West, M. A. (2011). The effectiveness of teams in organizations: A meta-analysis. The International Journal of Human Resource Management, 22(13), 2749–2769. https://doi.org/10.1080/09585192.2011.573971CrossRefGoogle Scholar
Rico, R., Alcover, C.-M., Sánchez-Manzanares, M., & Gil, F. (2009). The joint relationships of communication behaviors and task interdependence on trust building and change in virtual project teams. Social Science Information, 48(2), 229–255. https://doi.org/10.1177/0539018409102410CrossRefGoogle Scholar
Rico, R., Alcover, C. M., & Tabernero, C. (2011). Work team effectiveness, a review of research over the last decade (1999–2009). Psychology in Spain, 15(1), 57–79.Google Scholar
Rico, R., Hinsz, V. B., Burke, S., & Salas, E. (2017). A multilevel model of multiteam motivation and performance. Organizational Psychology Review, 7(3), 197–226. https://doi.org/10.1177/2041386616665456CrossRefGoogle Scholar
Rico, R., Molleman, E., Sánchez-Manzanares, M., & van der Vegt, G. S. (2007). The effects of diversity faultlines and team task autonomy on decision quality and social integration. Journal of Management. 33(1), 111–132. https://doi.org/10.1177/0149206306295307CrossRefGoogle Scholar
Rico, R., Sánchez-Manzanares, M., Gil, F., & Gibson, C. (2008). Team implicit coordination processes: A team knowledge-based approach. Academy of Management Review, 33(1), 163–184. https://doi.org/10.5465/amr.2008.27751276CrossRefGoogle Scholar
Roberge, M.-H., & van Dick, R. (2010). Recognizing the benefits of diversity: When and how does diversity increase group performance? Human Resource Management Review, 20(4), 295–308. https://doi.org/10.1016/j.hrmr.2009.09.002CrossRefGoogle Scholar
Rosen, M. A., & Dietz, A. S. (2017). Team performance measurement. In Salas, E., Rico, R., & Passmore, J. (Eds.), The Wiley Blackwell handbook of the psychology of team working and collaborative processes (pp. 481–502). Wiley. http://doi.org/10.1002/9781118909997.ch21Google Scholar
Rosen, M. A., Wildman, J. L., Salas, E., & Rayne, S. (2012). Measuring team dynamics in the wild. In Hollingshead, A. & Poole, M. S. (Eds.), Research methods for studying groups: A guide to approaches, tools, and technologies (pp. 386–417). Taylor and Francis.Google Scholar
Salas, E., Cooke, N. J., & Rosen, M. A. (2008). On teams, teamwork, and team performance: Discoveries and developments. Human Factors, 50(3), 540–547. https://doi.org/10.1518/001872008X288457CrossRefGoogle ScholarPubMed
Salas, E., Grossman, R., Hughes, A. M., & Coulta, C. W. (2015). Measuring team cohesion: Observations from the science. Human Factors, 57(3), 365–374. https://doi.org/10.1177/0018720815578267CrossRefGoogle ScholarPubMed
Salas, E., Reyes, D. L., & Woods, A. L. (2017). The assessment of team performance: Observations and needs. In von Davier, A., Zhu, M., & Kyllonen, P. (Eds.), Innovative assessment of collaboration. Methodology of educational measurement and assessment (pp. 21–36). Springer. https://doi.org/10.1007/978-3-319-33261-1_2CrossRefGoogle Scholar
Salas, E., Rozell, D., Mullen, B., & Driskell, J. E. (1999). The effect of team building on performance. An Integration. Small Group Research, 30(3), 309–329. https://doi.org/10.1177/104649649903000303CrossRefGoogle Scholar
Salas, E., Stagl, K. C., & Burke, C. S. (2004). 25 years of team effectiveness in organizations: Research themes and emerging needs. In Cooper, C. L. & Robertson, I. T. (Eds.), International Review of Industrial and Organizational Psychology, 19, 47–91. https://doi.org/10.1002/0470013311.ch2Google Scholar
Sanchez, J. I., & Levine, E. L. (1989). Determining important tasks within jobs: A policy-capturing approach. Journal of Applied Psychology, 74(2), 336–342. https://doi.org/10.1037/0021-9010.74.2.336CrossRefGoogle Scholar
Santistevan, D., & Josserand, E. (2019). Meta-teams: Getting global work done in MNEs. Journal of Management, 45(2), 510–539. https://doi.org/10.1177/0149206318793184CrossRefGoogle Scholar
Schippers, M. C. (2014). Social loafing tendencies and team performance: The compensating effect of agreeableness and conscientiousness. Academy of Management Learning and Education, 13(1), 62–81. https://doi.org/10.5465/amle.2012.0191CrossRefGoogle Scholar
Schippers, M. C., Edmonson, A. C., & West, M. A. (2014). Team reflexivity as an antidote to team information-processing failures. Small Group Research, 45(6), 731–769. https://doi.org/10.1177/1046496414553473CrossRefGoogle Scholar
Schippers, M. C., West, M. A., & Dawson, J. F. (2015). Team reflexivity and innovation: The moderating role of team context. Journal of Management, 41(3), 769–788. https://doi.org/10.1177/0149206312441210CrossRefGoogle Scholar
Schneider, S. K., & Northcraft, G. B. (1999). Three social dilemmas of workforce diversity in organizations: A social identity perspective. Human Relations, 52(11), 1445–1467. https://doi.org/10.1023/A:1016976817911CrossRefGoogle Scholar
Schmutz, J. B., Lei, Z., Eppich, W. J., & Manser, T. (2018). Reflection in the heat of the moment: The role of in‐action team reflexivity in health care emergency teams. Journal of Organizational Behavior, 39(6), 749–765. https://doi.org/749-765. 10.1002/job.2299CrossRefGoogle Scholar
Scott, S. G., & Einstein, W. O. (2001). Strategic performance appraisal in team-based organizations: One size does not fit all. Academy of Management Executive, 15(2), 107–116. https://doi.org/10.5465/ame.2001.4614990Google Scholar
Sessa, V. I. (1996). Using perspective taking to manage conflict and affect in teams. The Journal of Applied Behavioral Science, 32(1), 101–115. https://doi.org/10.1177/0021886396321007CrossRefGoogle Scholar
Sherif, M., & Sherif, C. W. (1969). Social Psychology. Harper and Row.Google Scholar
Shin, Y. (2014). Positive group affect and team creativity: Mediation of team reflexivity and promotion focus. Small Group Research, 45(3), 337–364. https://doi.org/10.1177/1046496414533618CrossRefGoogle Scholar
Shin, Y., Kim, M., & Lee, S.-H. (2019). Positive group affective tone and team creative performance and change-oriented organizational citizenship behavior: A moderated mediation model. The Journal of Creative Behavior, 53(1), 52–68. https://doi.org/10.1002/jocb.166CrossRefGoogle Scholar
Slomp, J., & Molleman, E. (2002). Cross-training policies and team performance. International Journal of Production Research, 40(5), 1193–1219. https://doi.org/110.1080/00207540110098823CrossRefGoogle Scholar
Smith-Jentsch, K. A., Zeisig, R. L., Acton, B., & McPherson, J. A. (1998). Team dimensional training: A strategy for guided team self-correction. In Cannon-Bowers, J. A. & Salas, E. (Eds.), Making decisions under stress: Implications for individual and team training (pp. 271–297). American Psychological Association.CrossRefGoogle Scholar
Stevens, M., MacDuffie, J. P., & Helper, S. (2015). Reorienting and recalibrating inter-organizational relationships: Strategies for achieving optimal trust. Organization Studies, 36(9), 1237–1264. https://doi.org/10.1177/0170840615585337CrossRefGoogle Scholar
Stevens, M. J., & Campion, M. A. (1994). The knowledge, skill, and ability requirements for teamwork—Implications for human resource management. Journal of Management, 20(2), 503–530. https://doi.org/10.1177/014920639402000210CrossRefGoogle Scholar
Stevens, M. J., & Campion, M. A. (1999). Staffing work teams: Development and validation of a selection test for teamwork settings. Journal of Management, 25(2), 207–228. https://doi.org/10.1016/S0149-2063(99)80010-5CrossRefGoogle Scholar
Stewart, G. L. (2006). A meta-analytic review of relationships between team design features and team performance. Journal of Management, 32(1), 29–55. https://doi.org/10.1177/0149206305277792CrossRefGoogle Scholar
Stewart, G. L., & Barrick, M. R. (2000). Team structure and performance: Assessing the mediating role of intrateam process and the moderating role of task type. Academy of Management Journal, 43(2), 135–148. https://doi.org/10.5465/1556372Google Scholar
Sy, T., Côté, S., & Saavedra, R. (2005). The contagious leader: Impact of the leader’s mood on the mood of group members, group affective tone, and group processes. Journal of Applied Psychology, 90(2), 295–305. https://doi.org/10.1037/0021-9010.90.2.295CrossRefGoogle ScholarPubMed
Tannenbaum, S. I., Mathieu, J. E., Salas, S., & Cohen, D. (2012). Teams are changing—Are research and practice evolving fast enough? Industrial and Organizational Psychology: Perspectives on Science and Practice, 5(1), 56–61. https://doi.org/10.1111/j.1754-9434.2011.01396.xCrossRefGoogle Scholar
Tsai, W.-C., Chi, N.-W., Grandey, A. A., & Fung, S. C. (2012). Positive group affective tone and team creativity: Negative group affective tone and team trust as boundary conditions. Journal of Organizational Behavior, 33(5), 638–656. https://doi.org/10.1002/job.775CrossRefGoogle Scholar
van de Brake, H. J., Walter, F., Rink, F. A., Essens, P. J. M. D., & van der Vegt, G. S. (2020). Benefits and disadvantages of individuals’ multiple team membership: The moderating role of organizational tenure. Journal of Management Studies, 57, 1502–1530. https://doi.org/10.1111/joms.12539CrossRefGoogle Scholar
van der Vegt, G. S., & Bunderson, J. S. (2005). Learning and performance in multidisciplinary teams: The importance of collective team identification. Academy of Management Journal, 48(3), 532–547. https://doi.org/10.5465/amj.2005.17407918CrossRefGoogle Scholar
van der Vegt, G. S., Emans, B. J. M., & van de Vliert, E. (2001). Patterns of interdependence in work teams: A two-level investigation of the relations with job and team satisfaction. Personnel Psychology, 54(1), 51–69. https://doi.org/10.1111/j.1744-6570.2001.tb00085.xCrossRefGoogle Scholar
van Dick, R., Stellmacher, J., Wagner, U., Lemmer, G., & Tissington, P. A. (2009). Group membership salience and task performance. Journal of Managerial Psychology, 24(7), 609–626. https://doi.org/10.1108/02683940910989011CrossRefGoogle Scholar
van Dick, R., Tissington, P. A., & Hertel, G. (2009). Do many hands make light work? How to overcome social loafing and gain motivation in work teams. European Business Review, 21(3), 233–245. https://doi.org/10.1108/09555340910956621CrossRefGoogle Scholar
van Kleef, G. A. (2009). How emotions regulate social life: The emotions as social information (EASI) model. Current Directions in Psychological Science, 18(3), 184–188. https://doi.org/10.1111/j.1467-8721.2009.01633.xCrossRefGoogle Scholar
van Mierlo, H., Rutte, C. G., Vermunt, J. K., Kompier, M. A. J., & Doorewaard, J. A. C. M. (2007). A multi-level mediation model of the relationships between team autonomy, individual task design and psychological well-being. Journal of Occupational and Organizational Psychology, 80(4), 647–664. https://doi.org/10.1348/096317907X196886CrossRefGoogle Scholar
Vashdi, D. R., Bamberger, P. A., & Erez, M. (2013). Can surgical teams ever learn? The role of coordination, complexity, and transitivity in action team learning. Academy of Management Journal, 56(4), 945–971. https://doi.org/10.5465/amj.2010.0501CrossRefGoogle Scholar
Villado, A. J., & Arthur, W. Jr. (2013). The comparative effect of subjective and objective after-action reviews on team performance on a complex task. Journal of Applied Psychology, 98(3), 514–528. https://doi.org/10.1037/a0031510CrossRefGoogle Scholar
Wageman, R. (1995). Interdependence and group effectiveness. Administrative Science Quarterly, 40(1), 145–180. https://doi.org/10.2307/2393703CrossRefGoogle Scholar
Wageman, R. (1997). Critical success factors for creating superb self-managing teams. Organizational Dynamics, 26(1), 49–61. https://doi.org/10.1016/S0090-2616(97)90027-9CrossRefGoogle Scholar
Walter, F., & Bruch, H. (2008). The positive group affect spiral: A dynamic model of the emergence of positive affective similarity in work groups. Journal of Organizational Behavior, 29(2), 239–261. https://doi.org/10.1002/job.505CrossRefGoogle Scholar
Weldon, E., Jehn, K. A., & Pradhan, P. (1991). Processes that mediate the relationship between a group goal and improved group performance. Journal of Personality and Social Psychology, 16(4), 555–569. https://doi.org/10.1037/0022-3514.61.4.555CrossRefGoogle Scholar
West, M. A. (1996). Reflexivity and work group effectiveness: A conceptual integration. In West, M. A. (Ed.), Handbook of work group psychology (pp. 555–579). Wiley.Google Scholar
West, M. (2012). Effective teamwork: Practical lessons from organizational research. John Wiley & Sons.Google Scholar
West, M., & Lyubovnikova, J. (2012). Real teams or pseudo teams? The changing landscape needs a better map. Industrial and Organizational Psychology, 5(1), 25–28. https://doi.org/10.1111/j.1754-9434.2011.01397.xCrossRefGoogle Scholar
Widmer, P. S., Schippers, M. C., & West, M. A. (2009). Recent developments in reflexivity research: A review. Psychology of Everyday Activity, 2(2), 2–11.Google Scholar
Wildman, J. L., Shuffler, M. L., Lazzara, E. H., Fiore, S. M., Burke, C. S., Salas, E., & Garven, S. (2012). Trust development in swift starting action teams: A multilevel framework. Group & Organization Management, 37(2), 137–170. https://doi.org/10.1177/1059601111434202CrossRefGoogle Scholar
Zaccaro, S. J., & DiRosa, G. A. (2012). The process of team staffing: A review of relevant studies. In Hodgkinson, G. P. & Ford, J. K. (Eds.), International review of industrial and organizational psychology (Vol. 27, pp. 197–229). Wiley.Google Scholar
Zakay, D., Ellis, S., & Shevalsky, M. (2004). Outcomes’ values and early warning indications as determinates of willingness to learn from experience. Experimental Psychology, 51(2), 150–157. https://doi.org/10.1027/1618-3169.51.2.150CrossRefGoogle Scholar
Zehr, H. (1995). Justice paradigm shift? Values and visions in the reform process. Mediation Quarterly, 12(3), 207–216. http://doi.org/10.1002/crq.390012033CrossRefGoogle Scholar